Below are details of resources relating to agile working
Research article: The Fatiguing Effects of Camera Use in Virtual Meetings:
A Within-Person Field Experiment
When the global workforce moved en masse to working from home, many organizations leaned heavily into virtual platforms with video call capabilities (Zoom, Webex, Microsoft Teams) to replace face-to-face meetings. While such meetings offered a chance to maintain social connection in a time of social distance, a few weeks into remote work, “Zoom fatigue” and “virtual meeting fatigue” entered our vernacular, capturing the feeling of fatigue and exhaustion that comes from being stuck in an endless cycle of virtual meetings.
Little research, however, attempted to isolate and understand the impact of the video camera itself on Zoom fatigue. How much does having your camera on contribute to your level of fatigue? Should you keep your video camera on or off? More details here and the study paper is here
‘Zoom fatigue’ is taxing the brain. Here's why that happens. Article from National Geographic.
Research article: Understanding constant connectivity to work: How and for whom is constant connectivity related to employee well-being?
An interesting paper examining the effects of constant connectivity for employees by focusing on how and for whom constant connectivity might be related to employee well-being. Additionally, organizational-level antecedents of constant connectivity are investigated. (https://core.ac.uk/download/pdf/325953094.pdf)
The Agile Future Forum
Our ambition is to define the business value of workforce agility in supporting the competitiveness of UK plc and provide the leadership and practical support required to increase agile working practices across UK plc. https://www.agilefutureforum.co.uk
The Work Foundation
As the pace of economic change continues to disrupt the ways we work and do business, our mission is to support everyone in the UK to access rewarding and high quality work and enable businesses to realise the potential of their teams. To do this, we engage directly with practitioners, businesses and workers, producing rigorous applied research that allows us to develop practical solutions and policy recommendations to tackle the challenges facing the world of work. https://www.lancaster.ac.uk/work-foundation/
Research article: Evaluation of a novel intervention to reduce burnout in doctors-in-training using self-care and digital wellbeing strategies: a mixed-methods pilot
Burnout for doctors-in-training is increasingly cause for concern. Our objectives were to assess the feasibility, acceptability and impact of a novel intervention to reduce burnout and improve wellbeing. This is the first wellbeing intervention for medical doctors to include strategies for work-life boundary management and digital wellbeing. https://bmcmededuc.biomedcentral.com/track/pdf/10.1186/s12909-020-02160-y.pdf
Majority of employers seeing presenteeism in their workforce, report finds
Experts urge businesses to take preventative action to support wellbeing, as CIPD research shows home workers are worst affected. https://www.peoplemanagement.co.uk/news/articles/majority-of-employers-seeing-presenteeism-in-their-workforce
The problem isn’t remote working – it’s clinging to office-based practices
This is what we should be asking ourselves: if 9-5 had never been invented; if “office” were a foreign term; if the concept of a meeting sounded like gibberish – in short, if today were day one of the history of work – how would you design how you work?
Interesting article by Alexia Cambon on the Guardian
New trends in Rural Co-working
A recent online workshop hosted by Northumbria University and attended by over 50 coworking operators, policy-makers and researchers has revealed a number of interesting working trends that are likely to shape the future of rural communities. More details here
Research article: Tired of email? Examining the role of extraversion in building energy resources after dealing with work-email
Office-based work today involves dealing with email, despite being denigrated and lauded in almost equal measures. Using the Conservation of Resources theory we examine whether Extraversion (expressed through two facets) acts as a resource to explain the differential impact that work-email has on people’s energy resources (relating to fatigue and boredom). More details here
Agile working book
Book: Agile Working and Well-Being in the Digital Age co-edited by agiLab's director, Dr Emma Russell
The Agile Organisation
What is agile working? https://www.agile.org.uk/what-is-agile-working/
The Difference between Agile Working and Flexible Working
For years the two terms have been used in a rather arbitrary way. This had led to confusion and not benefited the management of modern workplaces. The dictionary meaning of flexible is adaptable, variable, or easily persuadable, tractable. Not the same as agile which evokes speed – rapid adaptability. https://www.advanced-workplace.com/difference-agile-working-flexible-working/
What Great Mentorship Looks Like in a Hybrid Workplace
In a time of incredible change, professional disruption, and overwhelming loneliness, mentorship can anchor us. But how do we mentor in a remote, distributed workforce? https://hbr.org/2021/05/what-great-mentorship-looks-like-in-a-hybrid-workplace?
HR: getting smart about agile working
Organisational agility is critical to business success. It has the potential to offer organisations practical solutions to meet the evolving needs of their workforce, as well as controlling operational costs and finding competitive advantage in greater customer focus and innovation.
The findings of this research are based on a survey of HR leaders, an employee survey, focus groups and case study illustrations. https://www.cipd.co.uk/knowledge/strategy/change/agile-working-report
The Real Value of Middle Managers
Middle managers have long had reputations as ineffective or weak supervisors. But research shows that, in fact, they’re often the people that make an organization run smoothly between hierarchies. Especially today, as companies become more reliant on virtual modes of management and communication, investing in these managers as “connecting leaders” is vital. To do so, focus on four key types of connecting leaders and their associated practices. There are rewards and challenges for each; but successfully addressing them can help make your business more successful coming out of the pandemic. More at: https://hbr.org/2021/06/the-real-value-of-middle-managers?
Technology is changing how we talk to each other
Zoom, Facebook, group text messages: This past year, technology has sometimes felt like the glue that’s kept many of our relationships alive. More and more, we talk to each other with technology in between us. Jeff Hancock, PhD, director of the Social Media Lab at Stanford University, discusses how this is affecting human communication, including whether people are more likely to lie online, whether the versions of ourselves that we present on social media are authentic, how artificial intelligence infiltrates our text messages, why video calls exhaust us more than in-person conversations, and more.
The podcast epsiode is here: https://www.apa.org/research/action/speaking-of-psychology/technology-communication
eWorkLife podcast series
The eWorkLife podcast series offers long-form conversations with academics and thought leaders, on how technology can help and hinder us in managing our work and wellbeing. These tell personal stories of career journeys that demonstrate a common theme of just how unplanned an academic career often is, including failures, as well as successes. My guests describe the roots of their research interests, how these have evolved and what inspires their work today. We also explore the insights they have gained into the design and use of technology, both to gather data and create interventions, and give practical hints and tips about how we can take control of our digital technology to thrive.
Research article: The work-habits intervention model: A 12-month study to change work-email habits
We present a Work-habit Intervention Model (WhIM) to explain and predict how to change work-habits to be more effective. The WhIM was evaluated in a 12-month wait-list intervention study designed to improve work-email habits for workers in a UK organization (N = 127 T1; N = 58 T3; N = 46 all data). Findings were that the two-stage process changed work-email habits for those with higher levels of self-efficacy, which predicted well-being in terms of reduced negative affect (via perceived goal attainment). More details here